Using RMIS as a Strategic Enabler: How Risk Leaders Turn Information into Better Decisions

Good afternoon, everyone. This is Dan Reynolds, the editor in chief of Risk and Insurance, and I have the privilege of introducing this webinar, the title of which is Using RMIS as a Strategic Enabler, How Risk Leaders Turn Information into Better Decisions. Risk management information systems, RMIS, are most commonly used for imaging incidents and claims, but that’s only part of their value. When used as a centralized hub, RMIS can provide the visibility and integration needed to guide leadership’s conversations, support resource planning allocation, and align risk management programs with organizational goals. In this panel discussion, Dave Beatty, Director of Risk Management and Corporate Compliance, MCD, and David Robertson, Chief Risk Officer at Jackson Healthcare, will share how they are using RMIS solutions to bring together risk and safety information and apply it more strategically. The conversation will focus on how accurate, standardized, and integrated data creates a clearer picture of risk trends by raising performance and why a strong data foundation is the difference between routine reporting and true decision support. Moderated by Origami Risk’s Jarrod DeLoach, this session will explore how a RIMIS can strengthen cross functional alignment across risk, safety, finance, operations, IT, reduce reliance on manual processes, and support more confident, informed leadership discussions. Panelists will discuss how greater visibility has elevated the impact of risk management within their organizations. Our objectives are why RMIS is more than just incident claims management, how visibility changes the quality of risk conversations, how strong data foundations can be the difference between routine reporting and decision support, how your RMIS can be a hub for cross functional alignment, and practical tips for using risk and safety information more strategically. Dave Beatty is the Director of Risk Management and Corporate Compliance for MCD. He has more than fifteen years experience in occupational safety, health, and emergency management programs. He’s experienced developing and implementing and providing strategic direction through performance metrics. David also uses his interesting knowledge and expertise as an OSHA outreach instructor. Dave Robertson serves as the Chief Risk Officer at Jackson Healthcare. In this role, he oversees all enterprise risk management functions across the Jackson Healthcare family of companies. These include risk transfer, insurance procurement, claims litigation management, captive management, acquisition due diligence, and compliance. David joined the business in twenty twenty one and brings more than three decades of risk management and insurance expertise to his position. His previous experience includes Wells Fargo Insurance, now USI, where he served as the managing director for Georgia. Prior to that, he held senior leadership roles at Willis, now WTW, and Marsh. David earned a bachelor’s degree in business from the University of Georgia, received an MBA from Georgia State University, and holds a Master of Public Health and Health Policy and Management from Emory University. Outside of Jackson Healthcare, David volunteers at the Community Assistance Center, providing career coaching to local adult residents in need. He is also a proud co founder and active participant in Atlanta Insurance Ministries. Jarrod DeLoach is a sales executive focused on the construction industry with more than fourteen years of experience working with RMIS and EHS technology. Over his nine years working at Origami Risk, Jarrod has held multiple roles, including sales executive, account manager, implementation lead, client service executive, where he was able to apply a client first approach to solve complex challenges and bring the most value from Oregon e risk product offerings. So with that intro out of the way, I’m gonna turn it over to Jarrod. Good luck, gentlemen. Thank you, Dan. Thanks everybody for joining us today. As mentioned, I am Jarrod DeLoach, and I will be guiding the conversation today. So we’re here to discuss how to simply move from your RIMIS managing incidents and claims to instead using it as a central hub to support strategic decision making throughout your organization. We’ll hear from Dave Beatty and David Robertson on how they’re using their RIMIS programs today to help strengthen cross functional alignment and support more informed leadership decisions. So before we get into some other questions, Dave, David, I’d love to hear a little bit more about what your company does and how you’re using your RMIS today. So Dave, why don’t you kick us off? Sure, no problem. Dave Beatty, risk management here at MCD. MCD is is a third generation privately held company. We are in the design build of electrical systems and we handle major systems such as U. S. Government operations, data centers, airports, schools or universities that we are able to do the design. We’re able to BIM model it, pre manufacture it, and then deliver that to our customer. From there we’re able to handle the entire life cycle of the electrical system for our customer with any upgrades or entire life cycle of the system. Yeah, well thanks. Again, David Robertson. So, work with Jackson Healthcare based in Alpharetta, Georgia. So, we are a compilation really almost like a holding company of twenty two different companies are primarily in the healthcare staffing and technology space. So, a big part of what we do is place physicians and nurses and advanced practitioners in healthcare settings throughout the United States. So, all fifty states, all types of specialties, and we maintain the medical malpractice insurance for all of that, as well as the workers compensation insurance for our nurses when they’re placed out there, and have grown to really appreciate the value of what a RMIS system can bring to us on an enterprise basis as well as at the company level. Excellent. Well, thank you both for the introductions and a little background on your organizations. So let’s get into it. When you think about how Remus is used day day within your organization, what functions tend to get the most attention? Yeah, I can jump in there. Maybe when I look back and think about when we first partnered with Origami Risk, which was about four years ago, I think we were a lot like most organizations, and we viewed the RMIS primarily as a claims management system. And candidly, it did that job really well. Claims were sort of the natural starting point for us, because of the medical malpractice as a signature line of coverage for Jackson Healthcare. But over time, kind of what I believe shifted was our thinking and reorganizing that claims data alone, kind of tells you what’s happened, but not necessarily why it happened, and or what’s coming next. So that’s kind of how we got started with that. As I mentioned earlier, as a healthcare staffing enterprise, we’re made up of twenty two different companies, and that we operate all across the states. And so risk really doesn’t live just in one place. We kind of look at it as the intersection of specialties and states and clinician types. So we began correlating claims data with exposure data, and Oregon evolved into a system of record, more of a decision support platform for us. Dave, you have any other feedback on? Yeah, that kind of took my thunder. Thanks David. Prior to coming to Origami Risk, we had a claim system that needed to be sunsetted. It was built somewhere in the era of nineteen ninety nine to two thousand. It was in its sense a first notice of loss type system. So very cumbersome, didn’t have a lot of features to it and we were looking for something that would be very robust that would be able to handle the world of risk management, of claims management, HR space, safety space, legal space, procurement, government regulatory compliance, enterprise risk. So as we delve into that, I would say to answer your question, Jarrod, the two main focus areas would be our the RMIS system would be our claims management system that we use day to day and then the second area that I would be using this predominantly would be in our safety or EHS space. Since we are a global company we have individuals around the world and we needed something readily available and then be able to stream that data in effectively and then create the visibility within the organization. So you both seemingly started with kind of that foundational aspect of incidents and claims which we see a lot of customers utilize. And since that point in time as you’ve evolved these programs, have there been specific questions from leadership that you’ve now been able to answer with this additional data set that you’ve pulled into your Remus? That that’s a great question. So with with your Remus system, you you I see it as a a cube of data, and that cube of data then is sliced down however you have it set up within your organization. So now it allows me to either silo the information into a specific divisional area or I can look across the enterprise and gather the information, and as a result of how we did the implementation with Origami Risk, it allows me then to code information, so this way it’s better for data collection, data transmission, data understanding, and to get the information that you need based on those questions either from your executive council or from a division manager or a project leader in the field. Makes sense. Yeah, mean I’d jump in with what Dave said and again we’re probably going to keep paralleling each other, But I think it was a really fundamental shift, and kind of changed how we engage with our own leadership here. We moved from essentially answering kind of what happened looking in arrears, and started to think about what we’re seeing and where we’re headed, and what we should do next. And that so that’s when in my mind, our Rumus system origami really became part of our strategic planning and strategic partnering. And you bring up a good point there. Like, was there a did you see an organizational shift too when you begin to think about Remus beyond just that system of record or that data entry data capture solution instead more of a broader decision support system? Yeah. Dave, you want to jump in on that? So we have implemented many modules within Origami Risk. One of those is Enterprise Risk Management or your GRC. Some people will call it GRC or your safety and it allows us to really look at things enterprise wide to understand what those metrics are and to bring those key individuals up into that space. Using the tools that Origami has such as their heat mapping tool, it allows you to create that visibility very quickly and to be able to communicate that information whether you have an executive leadership team that is more qualitative focused or if you have a leadership team that is quantitative or quite frankly both like we have. So you know you can put colors and numbers to the information and be able to very strategically provide that level of detail to them. Nice. Yeah. So kind of a holistic view of risk and then tailoring that that view of risk to the right audience. Correct. Excellent. Well, let’s move to the next section here. And we’re gonna talk a little bit about the impact that data visibility really has. It kind of dovetails a little bit today what you just mentioned. How does having information centralized the way risk is discussed internally? So yeah it’s going to dovetail a little bit about what I’ve just discussed. So we have our GRC solution and our enterprise risk management solution. So whether it’s your government regulatory of your codes and requirements and your FAR and your DFAR requirements or if you’re into ISO programs or other excellence programs, it allows you to have that visionary view of what is important to the organization either as it relates specifically to that scope or to bring in all of the scopes of the different ISO programs or regulatory programs, and then it allows you then to center in into a silo space if you need to or to stay enterprise or how would it fix a specific divisional area and how does this address into MySpace? Yeah, completely agree and Dave and I, business is kind of companies versus divisions, but it’s the same thing. So, in my belief is that the centralized visibility really sort of changed the tone and the quality of our risk conversations. Jackson, we manage risk and purchase insurance at the enterprise level, but our operating companies are intentionally independent. And so, it’s unique for us. And this means that we really need to see the data in two different ways at the same time, right? We need to look at it at the enterprise wide view, and that helps us with strategic planning and making insurance decisions. But then at the company level, similar today, probably at the division level, you know, those leaders need to own and manage their own insurance outcomes. So origami, in my opinion, gave us the opportunity to do both. We can look across the enterprise and then quickly kind of see the trends. Again, as I mentioned in our world, by state, by specialty, by clinician type. And then that allows us to drill down to better understand what’s driving those particular trends within an individual company, or if it’s something that’s bubbled up to the enterprise level. So that visibility shifts kind of the conversation that we’re having. So from anecdotal to really factual, and we’re able to be evidence based. So leaders aren’t really debating our data anymore. They’re really aligned more around what the data is. And so now in my mind, our leaders can see risk more in context. So the decisions become faster. We’re more confident in that and really more forward looking as opposed to rear looking. Our CEO, Rick Jackson likes to say he wants us to be burning more headlights than taillights. And so this gives us that way to do that. I like that. And and yeah, you just kinda hit on a lot of the get better data in and better data outcomes. But like, has that improved visibility or how has that improved visibility helped prioritize risks or initiatives? Yeah, maybe I’ll toss that to Dave or I can opine on that, whichever you prefer Dave. So the information as it comes in, because I will tell you and I’m sure David’s going to agree, is data and having the trust in your data is everything. So having that cube of data, you want to protect that cube of data, and if you’re the system owner of that information, you’re very cognitive of the data stream that comes in, and you attempt to build your forms or build the information flow that’s coming in so this way it’s accurate every time, because you do have to make those decisions based upon that data stream. And with Origami, it allows us to center in those data elements or those data points into such an area to where then it becomes actionable information. And then I can workflow that data point over to a specific area, specific person, or specific space to make those correct decisions. I’m I’m kinda curious too. I mean, you’re talking about the aggregation of data and better visibility. Have you seen leaders respond differently with the risk information and information and the additional context that you now have on hand? Oh absolutely, yes. I will tell you it has, I would not say reprogram, but it has put a higher focus onto the executives, upon our directors and operational people to look at things from a risk based decision because of the visibility that is there, And now we have greater visibility through the Origami system of your lagging trends that leads into your leading metrics and then along with that our platform. Yeah I agree. I think it bleeds into It helps and just visibility you know it doesn’t lie. Sure. Excellent. We’re talking about data, so let’s get kind of more into the data portion of that. We know strong foundations of data really lead to better outcomes. So when we talk about that impact and that visibility, what is usable data actually mean in the environments in which you work? Yeah I think, yeah I just said it doesn’t lie. So in my mind, for us usable data means trusted data. So you can trust the data. And so one of the most important lessons that we learn early, and honestly sometimes the hard way, is that data integrity doesn’t just happen by accident. And that we intentionally had to kind of slow down at the beginning to get our hierarchy correct, company names, divisions, specialties, exposures. And that upfront discipline has really paid dividends. And if I had to do over again, we would have worked even harder at that because that really does set the foundation. So we learned the value of using core functionality. Again, at first we were trying to customize everything. But the core functionality of the system rather than trying to over customize is something that I think really helps with the foundations and the difference between the reporting. So it’s made our systems more scalable, more stable, and I think easier to evolve as our needs have continued to change. So today, it’s almost four years in, we really value origami as our central source of truth. So I’m perpetuating truth and trust it, The truth is critical, right? So not just for risk, but for our finance leadership and for our operating companies. And so as we look ahead to where AI may help us more and more advanced analytics, we’re confident in that because the tools are only as powerful as the data that’s underneath them. And that’s been a real search for us. So it’s kind of been a mindset shift. And it reflects our core values at Jackson, where we wisdom is one of our core values. So we’re building the right foundation. Growth is another core value. So we’re continuously improving, always getting better. Dave, do you have anything to add on, you know, how usable data is impacting your environment? Yeah. I David is spot on on on the information. You’re able to trust your data. And I will tell you, if you take a look at it from the safety perspective, know you have people, I have around one hundred safety professionals globally and to get everyone on the same sheet of music and information and connecting them using this data format and using Origami is able to A, Origami is able to handle the capacity at all of these project locations, and then from there we’re able to stream that data and assess the lagging trends, but you’re also using that information whether it’s your assessments, inspections, surveys, audits, to your leading metrics because that is really where you’re going to do change management and or if you identify where there has to be a capital improvement that has to be done to effectively you know make that to right the ship. And you kind of mentioned different improvements from there. I mean did you notice like once you started and David, you hit on standardization, once you started to kind of standardize or integrate all these data components, really create that single source of truth, like how did that reflect across the organization? And, yeah, what improvements did you notice? So so the the the chief safety officer and I worked together to build dashboards, information flow. You you could use reports but the dashboards are phenomenal because it comes in real time and as we began to implement this, you started to see almost change immediately to the point where it’s exciting, you’re jumping up and down to get the data and you’re honing in on your questions, the concepts, the angles of how you could leverage the data and then come up with better information. Absolutely. Yeah. I think it it it’s just foundational change. And I’m I’m curious too. Like, I mean, you’re talking about then getting to that that source of truth. Having trust in that data set. How has that then, that data quality, affected confidence in leadership decisions or what you bring to leadership in the conversations that you have? Well how you set up your data and your data set or the data validation that is done is when you put that information into Origami. It has to be to what David said, you can’t lie on the data, it’s there. We get the data streams from our carriers and connects and merges in with our data information, so the information is there. It is in black and white or blue and white, whatever your colors are on your screen, so this way the data cube of information then is what you can use to make those better decisions, and it’s very straightforward then when it comes to dealing with your executives or your finance division or a director or someone in the field at the lowest level, whether project leader level, project manager level, that the data does not lie for you. Yeah, I think the same you know for us you know at the company level so we’re able to truncate things at the enterprise and then pull it down. And really, because of the standardization, we’re able to do some sense of comparison. But as importantly, and more importantly, we’re able to roll it all up at the enterprise level. So it’s consistent. And that’s allowing us as I admit to the outset, purchased insurance at the enterprise level. So we we have to be able to look at it that way. Yep. Yeah. Right. Makes complete sense. David, you alluded to it a little bit earlier. But I’m I’m curious, you guys have been on a journey now in terms of starting these processes and evolving them over time and seeing what works and what you need to improve upon. What lessons have been learned through this process about getting the data right, the foundations right before you can start expecting those better outcomes? Yeah, I think one it’s hard. And it’s hard to really come to grips with what all of that hierarchy needs to look like in the secondary hierarchies. I’m sure like Dave, you got divisions inside of companies and how far down do we want to go? And what should we do? So, think a mapping exercise was a great lesson learned to step back. And then part of it is to think through we know what we know today, but how do we set ourselves up because we know it’s going to evolve into the future. So how do we that’s why sort of not customizing it too much, but trying to use the broader functionality. Because by customizing it too much, we learn that lesson, then we’re going to change our mind. And I think that’s one of the greatest things that the visibility into data has brought is it’s causing us to be more creative and think more. But to do that, we’ve got to be able to pivot. And to pivot, you’ve got to have a structure on the back end that can do that. So I think those were opportunities for us and would encourage anybody else that’s listening as they’re thinking through it is to not not rush through that piece, because that’s, that’s the hard heavy lifting. And you’re kind of ready when we got started, we wanted to get on with it. Right? And get started on things. So I think being able to to take that time was a good lesson learned for us. Yeah. Sound advice. Dave, any thoughts on lessons learned? Yes. I would say David is absolutely spot on to this. We took a pause when we did the initial implementation. We started with risk, that’s our backbone, and we slowed that down to where we looked at how is our organization developed and how does data flow within our organization, and the way that, yeah, I’ve been at MCD for easily twenty years now, and you have to understand your data and your structure and your organization. So as you do this and you marry this in with your Origami platform, you want to be able to mimic that data together or the structure together, so as the organization grows or changes or division names changes everything streams in and as a result of that it becomes a much better cube of data and it streams into the system very easily and into the Origami platform. So this way everyone is on the same sheet of music, I don’t have to retrain any of my executives to know what the lingo is because I’m using MCD lingo within the Origami platform and I’ve programmed it that way or configured it that way. So this way it’s much easier for them to understand and to grab their data points. Yeah I like both those answers because it really is a measured twice cut once approach. Let’s make sure that we’re thinking thoughtfully about how we’re going to set this up not just for the now needs but also for the future needs. Agreed. Let’s move a little bit into the kind of cross functional aspects. And Dave, you alluded to this already, but beyond kind of your risk management function, how has kind of the way you’ve set up your environment supported the broader, I guess, holistic view of risk throughout the organization? Yeah, that’s a fantastic question. So when we first started the RIMIS program, I gave the big sky view of what the application could do. Quickly thereafter HR looked at it, assessed it, and they said oh gee whiz, we want to hop on, And when you take a look at risk information, and then of course the chief safety officer is like, Oh wow, I really like this, so now you have safety. Typically when you go out into the field, have the HR component, you have the risk component, you have the safety component. So it and with that, you have other areas of our organization that then proliferates in, everything from procurement to quality to our subcontracts group to our security group. Depending on your access controls and your access levels, you get different level of information depending on what you need to know for whatever the topic is. So if you have an HR functional role and you have your human resources officer that’s looking at something, they can look at it and have complete visibility over everything, and they can see what has safety has done with that individual, what has risk done with that individual, what has HR done with that individual. But what is nice about origami is that there are walls that you can put up, so this way you can have safety, have that same level of data information, but they don’t get the HR incident information. Cross this over to my legal counsel and when I have to prep our general counsel or have a discussion, it’s easy enough for me to drop a link to him. He clicks the link into the matter, he’s able to open it up. Origami has a fantastic system now where it summarizes the function of that incident or that claim or that matter that’s going on and it’s very clear to him to he needs to focus on. If he wants to go into detail, the detail is all there into the notes. It makes it for a much better conversation. I’m able to brief the individual or a general counsel very quickly, and he’s prepared. It’s the same thing if I go into another area with our HR folks or with vendor risk management in procurement space. These are all areas that we’re able to use Origami now and use the functional roles of what this platform has as a Rimitz system, but it is much broader now because it’s an extremely powerful SaaS system, but in my mind very simple to configure and to create the cross functional roles to communicate very effectively. Yeah, I concur with what Dave’s saying. Think that, you know, the RIMA system supported data has now really become foundational, and it’s well beyond what the risk team is. So we’ve got our finance partners that rely on it for forecasting reserves, kind of that whole long term planning aspect that a lot of the different resource team folks need. We do this again, of in our world at the enterprise level, and then at our individual companies level. They’re able to utilize that data. What Dave said is so important to an organization like ours is where you can wall it off. Because we have it all at the enterprise, but then when our companies are going in, we really only want them to be able to view their company level data. So our operating leaders are using it to understand how business trends are looking. When we’re entering new states in our world, or expanding specialties, we can translate that into risk exposure. So we’re not telling the business how to do or what to do, but it’s informing them on what’s going to end up coming back in terms of costs. Everybody’s looking at the same data. So when you do that alignment starts to happen. We’re not really any longer reconciling what we used to do. I’m sure Dave never had to do this where you had spreadsheets and we’re debating which number is the right number. So instead, we’re really having more intelligent conversations about trade offs, priorities, timing, really important things. So the shared shared understanding reinforces again, kind of big deal for us is our values. We have an others first type of value. So now our teams work from a common foundation that really does support the decisions that work across the organizations. Yeah, David, hit it straight to the point. I mean, it creates efficiencies and allows us and frees us up from those spreadsheets and those arguments to now have higher level thinking and direct thinking and more focused on the higher level priorities of the organization. Yeah. That’s great. I mean, I was gonna ask about, like, prior challenges, but you guys kind of alluded to them. Right? Like, disparate systems, everybody’s looking in in different places or looking off spreadsheets and what version is correct and, you know, are we all aligned? Is this the correct dataset that we should be looking at? So having that holistic view of risk seems like it it really has impacted where everybody’s aligned on the dataset and kinda rowing the boat together. It creates your your data source of truth is what that is. Right. And, I mean, has there been one or two, like, noticeable impacts or outcomes that you guys can define from that alignment? Like, if you were to pinpoint one or two things that you’re like, this has been noticeable since we’ve kind of brought these functions into a single system? Oh, absolutely. It’s cross functional communication. What I was alluding to earlier is that I have my safety pros that have the ability to look at the claim information, the data with that, and then provide meaningful information back to us. Secondarily, I would say information from our human resources. They can go out to our project sites, see what are their other projects or issues that are going on. So this way, you can identify, is this a training issue? Is this a personnel problem? Is this a supervisory issue? Or is this a project regional, state, county type problem? Or is this an enterprise issue? And using those individuals, have that cross level communication, I know exactly what’s going on with HR, HR knows exactly what’s going on with risk and safety, so on and so on, as you go down the line. So we saw that impact almost immediately. David, any specific notable income out Yeah, I think Jarrod, you’re jumping to the next question, impact, right? Not quite, not quite, but I can certainly roll into that. I mean, I’m being facetious with you. I think, you know, what Dave said is absolutely true. And I think that the impact that by the utilization of this has been incredible. And I think largely, it’s just the trust level, and that now we’re making informed decisions off common data. So those have been fundamental changes that have benefited our organization. Yeah, because you’ve done your homework, David, and you’ve read my notes, we can we can certainly jump into the efficiency to impact piece of evaluating this. I mean, we’ve hit on a lot of this, but like, kind of the role of reducing manual work and like, how do you guys define that in terms of what impact it’s had on your organization to really allow those folks to do other things with their time when they’re not doing that manual data entry work or that’s out of sight out of mind? Sure. Think it gets to the idea we’re talking about. So efficiency is really just the starting point. So that’s the entry level. But ultimately it is the impact that we’re trying to get to. So we wanna figure out how we’re impacting, how is this impacting the total cost of risk? How are we defining our total cost of risk so we know what we’re trying to bring down? That’s been a big area of focus for us. I believe that by reducing the manual work and improving the data consistency that our team has and will continue to move faster. And we’re able to focus on higher value work, like trend analysis and scenario planning. And again, forward looking, we’re burning the headlights on where we want to go and how this is impacting those types of things. In my world, it’s especially important because we had to have this unique challenge in healthcare staffing. We have roughly an eighteen month lag time before we get claims notification, just the nature of our business, right? So the RMIS system can kind of an origami helps us spot the trends today. So we can kind of know, hey, we’re getting ready to move into higher risky areas, we know that through correlating our exposure data. So now we can anticipate what’s coming, and we don’t have to wait eighteen months to do that. So more and more as we move towards that anticipatory and proactive look is ultimately where we are. And it allows us to begin to manage things in a more proactive way, as opposed to always looking, reactively. Dave, anything you’ve seen in terms of reducing manual work and how it’s really your people? Yes. I would say prior to the Origami system, typically what you will see with individual companies is that you’ll have something that happens, whether it’s in a field, an office, wherever it is, and it has to go from one next person to the next person. It finally gets to the insurance area or the claims area. They finally get it in whatever format. They have to put it into whatever spreadsheet or reporting system, and then do the next transfer over to the carrier. All right? So typically, when that would stream into our data area, that would take anywhere from four to five times that you’re repeating the information, retyping the data, setting everything up manually. So that could take anywhere from two to three hours. Now, with the Origami system, I will tell you that this is deployed everywhere in the world for us. And I’m just talking specifically just on an incident reporting, that we’re able to have those individuals who is the owner of the injury able to put that data in, and it workflows immediately. And from there, depending on the type of the incident or the injury or what it may be or loss, then it workflows even further. With a click of a button, I’m able to transfer this over to our carrier, to where we transmit the data, we get a read back, and now you’re spending better time and increased scrutiny on other items rather than the paperwork type process and having everyone else involved in paper to paper to paper, emails, text messages, whatever it may be. Now it’s streaming the data from where it actually happens. The first time they put it in, the first notice of loss, then becomes part of the incident and eventually to the claim, because that is our data set. We grab all the information that we need at that point, and you’re able to push the data. Makes sense. Yeah. I mean, it really does seem like it’s you know, you’re you’re doing more with less, and we hear that constantly amongst risk managers and risk management departments. But being able to use a system like this helps drive that value, bringing down some of the stuff people were doing and now really empowering them to do more high value work. That makes a ton of sense. Thinking about forward thinking in terms of the folks potentially watching this, is there any advice that you would give to risk leaders looking to use a REMIS more strategically? So getting away from using just incidents and claims, really thinking about it more broadly and more strategically in their organizations. If you already have origami, it’s a natural movement to say, Gee whiz, I could use origami for these things also. The survey platform that sits in the safety module, you could use that for a variety of things and a variety of uses, whether that’s in the enterprise space or GRC space, your vendor risk management. They’re all using the same tables. And in my mind, it would be things that would just be a natural progression in that space, and it only comes up to your mind and your imagination on how you can morph it and create and bring that in. But the biggest word of advice that I would say is that, I believe David and I discussed this, is to understand your organization. Take the time to really understand how it’s going to be implemented onto platform. And you want to make sure that that Origami platform marries in with your organization and how it’s going to grow. Yeah, I think it’s well said. Only thing else I might tweak or add to it is really some of the stuff we already said, right, which is, you you’re asking sort of advice, what we would say, and I think it still goes back to investing early in the data structure and the integrity. And then my big lesson learned, as I stated earlier, is just to avoid the urge to over customize things. And then lastly, I think it’s a mind shift. It’s to say, hey, I need to start thinking about Origami, you’re really not as a reporting tool, but really as a strategic enabler to how we’re going to go about doing business. And that was a shift for us, right? It’s not just a claims management system, but it really has become more of that strategic enabler to help us. And I really do believe that if people start to do that, when we started to do that, that we’re not just supporting our business, but we’re also helping the business partners and shape what the future will be like. Yeah. So we’re kinda getting to the end here. And and before we wrap, I mean, both of those were really, I think, good pieces of advice. As we as as we do wrap up, is there any, like, one specific takeaway for the audience that’s listening, whether they’re current Remus customers or people who are considering Remus in the future that you want them to get from this discussion? Yeah, I can jump in there. Dave said so many great things already, and he’s probably got those really tiffy comments that he’s going to add at the end. But I’ll go first, so I won’t be judged last. I think as we look ahead and think about this, whether it’s kind of advanced analytics, whether it’s AI or other new technologies that out there, we’re excited about what’s possible in all of those types of things in the Jackson Healthcare risk side of things. But we’ve also learned that none of that really is going to matter if we don’t have confidence in our data. And that’s really foundational. And this is what or one of the many things origami has helped us kind of move from managing claims to really managing what we might call more insights, right strategy. So in a complex, we think everybody thinks their organization is complex. We think ours is complex, right? It’s a decentralized organization. So clarity allows us to better support our people, the operating companies, individual companies. And ultimately a big thing for us is the patients in the communities that we serve. How are we helping provide that back to them? So it’s a journey. We are not there yet, right? We are still evolving. And I think we’re evolving because of the partnership that we have and Origami has become foundational to what we’re able to do in the risk team. Very well spoken. My only other comments would be my data is everything to me. And I have to, for me to make decisions, I have trust my data, and I have to make sure that my data is accurate, the data that comes in, and as I push that out or workflow it, I have trust my data inputs and my data outputs. And the biggest thing would be how you’re structured, how your organization is then merging into the Origami platform, and then what your data inputs are. And so this way, you have those the trust in your decisions because you trust your data. Yeah, that makes sense. Well, Dave, David, I appreciate you both joining today and providing just some insights into y’all’s journey from incidents and claims in your RMIS all the way through where you guys are at today. So thanks for participating. I hope that a lot of people get some good advice from your sound words here. And thanks to anybody out there watching who hopefully is getting some value from this webinar. If anybody is watching and they do have questions, you can visit our website at origamirisk dot com. We’re hoping to hear from you in the future, so feel free to please reach out to our team after this session. Thank you everybody and have a wonderful day. Jarrod thanks, what a pleasure to be here. Dave, enjoyed being with you. Yep, you too. Thank you both.